CHAPTER 1LEADERSHIP, SUPERVISION, AND TRAININGBasically the world has three types of people:those who make things happen, those who watchthings happen, and those who dont know whatshappening. Todays petty officer must work diligentlyto stay away from the last group and should direct allenergy toward the first two groups. As a leader, youmust look and listen to what is happening within yourwork environment; then, at the right time, you mustmake things happen.The purpose of this chapter is to help you build abase for self-development. Thus, you can use thisinformation in building your own leadership style. Thefirst section of this chapter tells you about the basics ofleadership. The second section explains therelationship between leadership and human behavior.Why is this chapter so important? Because theNavy needs professional leaders who have highstandards, who are highly skilled in their roles, andwho are willing to study and learn to achieve their fullpotential. Being a Navy leader has always been atough, demanding, but rewarding job because of thehigh standards and responsibilities involved. Thechallenges facing todays leader are greater than everbefore.FUNDAMENTALS OF LEADERSHIPLearning Objectives: Identify the fundamentals ofleadership. Recall the Navys policy to provide leaderdevelopment opportunities and training. Recognize therelationships between leadership and people.We need men and women who by theirpersonal integrity, their sense of moralpurpose, and their acceptance of therequirement for hard work will exemplify thebest in the leadership traditions of the Navy andof our country.Admiral Arleigh A. Burke (USN RET)(Former Chief of Naval Operations,1955-1961)Fundamentals of leadership is another term forbasic principles of leadership. These terms are usedinterchangeably in many books. They boil down to theart by which a leader influences people to work towarda specific goal. The art of influencing involvesreasoning ability, experience, and personal example.Until you grasp the basics of leadership, you will beunable to apply the more in-depth principles. Forexample, you had to learn to crawl before you learnedto walk, and you had to walk before you learned to run.Where do leadership basics come from? Whatdetermines their limits or capacities? How do theyrelate to people? These questions are answered in thefollowing paragraphs.WHERE DO LEADERSHIPFUNDAMENTALS COME FROM?We learn many fundamentals, or basic principles,from the experiences of our successful leaders; welearn from their mistakes and successes. For example,suppose you saw your leader or supervisor dosomething that ended in negative results. You wouldthen reason that if you repeated the same action in asimilar situation, you could expect the same results. Aschildren pattern their behavior after their parents, wepattern our leadership behavior after people who aresuccessful leaders.WHAT GOVERNS LEADERSHIPACTIONS?Every society sets up laws to govern its people.The Navy, being a unique service, is a society withinitself. Navy ships are literally floating cities, and eachship is an individual society within the naval society asa whole. Naval ships have their own form ofgovernment (the chain of command) and a system oflaws that sets their operating limits.The petty officer, as a leader, fits into this chain ofcommand as an official representative of the navalsociety. The petty officers job is to be sure his or herleadership actions conform to the rules and regulationsgoverning that chain of command. The publicationsthat govern the rules and regulations of the pettyofficers actions are U.S. Navy Regulations, Manualfor Courts-Martial, and Standard Organization andRegulations of the U.S. Navy.1-1